Business Models & Management Models PowerPoint Presentation, PPT - DocSlides

Business Models & Management Models PowerPoint Presentation, PPT - DocSlides

2018-03-19 27K 27 0 0

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Julian Birkinshaw. London Business School. Types of Innovation. Management model. innovation. Business model . innovation. Product. or Service innovation. ID: 656488

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Presentations text content in Business Models & Management Models

Slide1

Business Models & Management Models

Julian Birkinshaw

London Business School

Slide2

Types of Innovation

Management model

innovation

Business model

innovation

Product

or Service innovation

Technological

innovation

Operational

innovation

Slide3

Some companies with innovative business models

Slide4

Some companies with innovative

management models

Slide5

Some definitions

Business Model

: “the content, structure, and governance of transactions designed so as to create value through the exploitation of business opportunities” (Amit and Zott, 2001)

Management Model: “The choices made about how work gets done inside the organisation” (Birkinshaw, 2008)

Slide6

Management as a set of conscious choices

Business Model

Choices

firms make

about:

Sources of revenue Cost structure

What to make / buy How to make a profit

Management

Model

Choices firms make about:

Coordinating activities

Making decisions

Motivating employees

Defining objectives

Slide7

Management Model: Related bodies of literature

Contingency / Configuration theory

Structures and systems fit with environmentDifferent archetypes can be identified (e.g. Burns & Stalker, Greenwood & Hinings)

Organization CultureBeliefs, norms, practices shape behaviour Different cultural models can be identified (e.g. Denison, Goffee &Jones)

Slide8

Defining Objectives

Making Decisions

A management model framework

Emergence

Bureaucracy

Collective Wisdom

Hierarchy

Obliquity

Linear Alignment

Coordinating Activities

Traditional Principles

Alternative Principles

Motivating Employees

Intrinsic

Extrinsic

Slide9

Emergence

Shared Space: An intriguing analogy

Slide10

Making Decisions

A management model framework

Emergence

Bureaucracy

Collective Wisdom

Hierarchy

Coordinating Activities

Slide11

Collective Wisdom

91%

65%

Slide12

Defining Objectives

Making Decisions

A management model framework

Emergence

Bureaucracy

Collective Wisdom

Hierarchy

Obliquity

Linear Alignment

Coordinating Activities

Slide13

Obliquity

Goals are best achieved indirectly

If you want to get to point A, aim at point B

Slide14

Two perspectives on goal setting

“To improve the quality of life for the communities we serve.”

“We must continuously achieve superior financial and operating results while simultaneously adhering to high ethical standards.”

Slide15

Defining Objectives

Making Decisions

A management model framework

Emergence

Bureaucracy

Collective Wisdom

Hierarchy

Obliquity

Linear Alignment

Coordinating Activities

Traditional Principles

Alternative Principles

Motivating Employees

Intrinsic

Extrinsic

Slide16

Extrinsic and Intrinsic Motivation

Theory X

We work to live

Effort is driven by material rewards

Theory Y

We live to work

Effort comes from intrinsic need to achieve

Slide17

Management model = explicit choices on these four dimensions

Bureaucracy

Emergence

Hierarchy Collective Wisdom

Extrinsic IntrinsicLinear alignment Obliquity

Loose Ends, Tight Means

Loose Means, Tight Ends

Means

Ends

Slide18

Four models

Tight Loose

Tight

Loose

ENDS

MEANS

“Discovery” Model

“Quest” Model

“Planning” Model

“Scientific” Model

Slide19

Planning Model

Clear objectives, clear incentives for achieving those objectives

Tight control from the top, carefully-designed structures and processes

Slide20

Quest Model

Clear objectives, clear incentives for achieving those objectives

Enormous degrees of freedom in how objectives will be achieved

Slide21

Scientific Model

Broad purpose, not clear objectives; emphasis on intrinsic motivation

Well-understood methods for making progress

Slide22

Page 22

The Scientific model in action: Arup

“There are two ways of looking at how you earn a living:

One is to view work is a necessary evil; the other is to make your work interesting and rewarding. We opt uncompromisingly for the second way.”

1970 Key Speech by Ove Arup

Slide23

Discovery Model

Broad and often vague goals; emphasis on intrinsic motivation

Many pathways to success, all equally validOften seen in entrepreneurial settings

Serendipity (n): “The art of making happy discoveries”

Slide24

A common trajectory

Tight Loose

Tight

Loose

ENDS

MEANS

“Discovery” Model

“Quest” Model

“Planning” Model

“Scientific” Model

Slide25

A research agenda

Which management model(s) are most effective under which conditions?

How do management models and business models relate to one another?How do companies change their management models?What other management model dimensions might we identify?

Slide26


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